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The effect of online relationships i...

Lomeli, Megan.

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The effect of online relationships in organizational leadership.

Record Type:	Electronic resources : Monograph/item
Title/Author:	The effect of online relationships in organizational leadership./
Author:	Lomeli, Megan.
Description:	135 p.
Notes:	Source: Dissertation Abstracts International, Volume: 76-10(E), Section: A.
Contained By:	Dissertation Abstracts International76-10A(E).
Subject:	Organizational behavior. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3710039
ISBN:	9781321858730

The effect of online relationships in organizational leadership.
Lomeli, Megan.

The effect of online relationships in organizational leadership. - 135 p.

Source: Dissertation Abstracts International, Volume: 76-10(E), Section: A.

Thesis (Ed.D.)--University of La Verne, 2015.

This item must not be sold to any third party vendors.

Purpose. The purpose of this study was to determine the degree followers perceive they have a leader-member exchange relationship with leaders identified as using social media to engage their followers as measured by the leader-member exchange instrument (Graen & Uhl-Bien, 1995).

ISBN: 9781321858730Subjects--Topical Terms:

516683
Organizational behavior.

The effect of online relationships in organizational leadership.
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020 $a 9781321858730
035 $a (MiAaPQ)AAI3710039
035 $a AAI3710039
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100 1 $a Lomeli, Megan. $3 3177512
245 1 4 $a The effect of online relationships in organizational leadership.
300 $a 135 p.
500 $a Source: Dissertation Abstracts International, Volume: 76-10(E), Section: A.
500 $a Adviser: Doug DeVore.
502 $a Thesis (Ed.D.)--University of La Verne, 2015.
506 $a This item must not be sold to any third party vendors.
506 $a This item must not be added to any third party search indexes.
520 $a Purpose. The purpose of this study was to determine the degree followers perceive they have a leader-member exchange relationship with leaders identified as using social media to engage their followers as measured by the leader-member exchange instrument (Graen & Uhl-Bien, 1995).
520 $a Methodology. The methodology for the study with a review of the purpose of the study and the research questions to be explored. Further, the design of the research is explained, population and sample is discussed, and selection of instrumentation for data collection is defined. Proposed analysis of data with descriptive and inferential techniques is presented with limitations of the study.
520 $a Findings. The results of the LMX-7 instrument were analyzed using both descriptive and inferential statistics to provide a discussion on the perceptions of LMX relationship and the use of social media toward engagement.
520 $a Conclusions. While this research suggests that Facebook is not commonly used for interaction and engagement of leaders and their subordinates, value and meaning could be found in further studies that are conducted through the use of similar platforms.
520 $a Recommendations. Further research should be conducted to include a broader locator study to identify potential participants spanning public, private, and nonprofit organizations to better differentiate significance of use of online social media platforms and implications for various business sectors.
590 $a School code: 0476.
650 4 $a Organizational behavior. $3 516683
650 4 $a Organization theory. $3 2122787
650 4 $a Information technology. $3 532993
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690 $a 0489
710 2 $a University of La Verne. $b Organizational Leadership. $3 2097943
773 0 $t Dissertation Abstracts International $g 76-10A(E).
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791 $a Ed.D.
792 $a 2015
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3710039